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Category: Systems Engineering

Agile SE Part Four: Digital Transformation

Posted by Benjamin Schwartz on 3 January 2022

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A quick detour

This article is a quick detour on an important enabler for agile systems engineering. “Digital transformation” means re-imagining the way businesses operate in the digital age, including how we engineer systems. As future articles discuss scaling agile practices to larger and more complex systems, it will be very helpful to understand the possibilities that digital engineering unlocks.

Digital engineering enables the agile revolution

The knee-jerk reaction to agile systems engineering is this: “sure, agile is great for the speed and flexibility of software development, but there’s just no way to apply it to hardware systems”. Objections range from development times to lead times to the cost of producing physical prototypes.

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Agile SE Part Three: Agile Contracts and the Downfall of Requirements

Posted by Benjamin Schwartz on 22 September 2021

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The antithesis of agile

Requirements are a poor way to acquire a system. They’re great in theory, but frequently fail in practice. Writing good requirements is hard, much harder than you’d think if you’ve never had the opportunity. Ivy Hooks gives several examples of good and bad requirements in the paper “Writing Good Requirements“. Poor requirements can unnecessarily constrain the design, be interpreted incorrectly, and pose challenges for verification. Over-specification results in spending on capabilities that aren’t really needed while under-specification can result in a final product that doesn’t provide all of the required functions.

If writing one requirement is hard, try scaling it up to an entire complex system. Requirements-based acquisition rests on the assumption that the specification and statement of work are complete, consistent, and effective. That requires a great deal of up-front work with limited opportunity to correct issues found later. A 2015 GAO report found that “DoD often does not perform sufficient up-front requirements analysis”, leading to “cost, schedule, and performance problems”.

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Agile SE Part Two: What’s Your Problem?

Posted by Benjamin Schwartz on 25 August 2021

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A faster horse

“If I had asked people what they wanted, they would have said faster horses.”

Apocryphally attributed to Henry Ford1

When people trot out that quote they’re often trying to make the point that seeking user feedback will only constrain the design because our small-minded <sneer>users</sneer> cannot possibly think outside the box. I disagree with that approach. User feedback is valuable information. It should not constrain the design, but it is essential to be able to understand and empathize with your users. They say “faster horse”? It’s your job to generalize and innovate on that desire to come up with a car. The problem with the “singular visionary” approach is that for every wildly successful visionary there are a dozen more with equally innovative ideas that didn’t find a market.

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Agile SE Part One: What is Agile, Anyway?

Posted by Benjamin Schwartz on 15 August 2021

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What is “Agile”?

Agile is a relatively new approach to software development based on the Agile Manifesto and Agile Principles. These documents are an easy read and you should absolutely check them out. I will sum them up as stating that development should be driven by what is most valuable to the customer and that our projects should align around delivering value.

Yes, I’ve obnoxiously italicized the word value as if it were in the glossary of a middle school textbook. That’s because value is the essence of this entire discussion.

Little-a Agile

With a little-a, “agile” is the ability to adapt to a changing situation. This means collaboration to understand the stakeholder needs and the best way to satisfy those needs. It means changing the plan when the situation (or your understanding of the situation) changes. It means understanding what is valuable to the customer, focusing on delivering that value, and minimizing non-value added effort.

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The Operations Concept: Developing and Using an OpsCon

Posted by Benjamin Schwartz on 21 July 2021
  • An Operations Concept is more detailed than a Concept of Operations
  • It is a systems engineering artifact that describes how system use cases are realized
  • It is versatile and serves many uses across the project
  • There is no set format, though there are some best practices to consider

Concept of Operations (ConOps)

Let start by talking about the OpsCon’s better-known big brother, the ConOps.

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Agile SE Part Zero: Overview

Posted by Benjamin Schwartz on 3 June 2021

“Agile” is the latest buzzword in systems engineering. It has a fair share of both adherents and detractors, not to mention a long list of companies offering to sell tools, training, and coaching. What has been lacking is a thoughtful discussion about when agile provides value, when it doesn’t, and how to adapt agile practices to be effective in complex systems engineering projects.

I don’t claim this to be the end-all guide on agile systems engineering, but hope it will at least spark some discussion. Please comment on the articles with details from your own experiences. If you’re interested in contributing or collaborating, please contact me at benjamin@engineeringforhumans.com, I’d love to add your voice to the site.

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Human Factors Design Drives System Performance

Posted by Benjamin Schwartz on 28 March 2021

Bottom Line Up Front:

  • Human performance is a major factor in overall system performance
  • Humans are increasingly the bottleneck for system performance
  • Human factors engineering design drives human performance and thus system performance

Why care about humans?

In many system development efforts, the focus is on the capabilities of the technology: How fast can the jet fly? How accurately can the rifle fire?

We can talk about the horsepower of the engines and the boring of the rifle until the cows come home, but without a human pressing the throttle or pulling the trigger, neither technology is doing anything. A major mistake many systems engineering efforts experience is neglecting the impact of the human on the performance of the system.

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The Swiss cheese model: Designing to reduce catastrophic losses

Posted by Benjamin Schwartz on 21 July 2019

Failures and errors happen frequently. A part breaks, an instruction is misunderstood, a rodent chews through a power cord. The issue gets noticed, we respond to correct it, we clean up any impacts, and we’re back in business.

Occasionally, a catastrophic loss occurs. A plane crashes, a patient dies during an operation, an attacker installs ransomware on the network. We often look for a single cause or freak occurrence to explain the incident. Rarely, if ever, are these accurate.

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It’s time to get rid of specialty engineering: A criticism of the INCOSE Handbook

Posted by Benjamin Schwartz on 26 May 2019

Chapter 10 of the INCOSE Systems Engineering Handbook covers “Specialty Engineering”. Take a look at the table of contents below. It’s a hodge-podge of roles and skillsets with varying scope.

Table of contents for the Specialty Engineering section of the INCOSE handbook.
Table of contents for the Specialty Engineering section of the INCOSE handbook.

There doesn’t seem to be rhyme or reason to this list of items. Training Needs Analysis is a perfect example. There’s no doubt that it’s important, but it’s one rather specific task and not a field unto itself. If you’re going to include this activity, why not its siblings Manpower Analysis and Personnel Analysis?

On the other hand, some of the items in this chapter are supposedly “integral” to the engineering process. This is belied by the fact that they’re shunted into this separate chapter at the end of the handbook. In practice, too, they’re often organized into a separate specialty engineering group within a project.

This isn’t very effective.

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